Abstract

The Belbin team role preferences of the members of 55 teams were assessed by three independent methods: (1) Cattell's 16PF (Form 5) personality questionnaire, (2) video observation of a business simulation exercise and subsequent analysis with a Belbin behavioural checklist, and (3) Saville and Holdsworth's Occupational Personality Questionnaire. The 338 participants were drawn in approximately equal measure from managerial and non-managerial levels from equal numbers of manufacturing and public service organizations. A multitrait- multimethod correlation matrix derived from the data collected from the participants was employed to evaluate the convergent and discriminant validities of the Belbin team roles. Application of the Campbell and Fiske criteria to the matrix did not produce clear support for discriminant validity. Application of a correlated uniqueness model in a confirmatory factor analysis showed the Belbin team role model to be overparameterized and to lack both convergent and discriminant validity. Further modelling revealed that the Belbin team roles fit easily into a "Big Five" five-factor personality framework.